Professional Documents
Culture Documents
OVERVIEW
In this slide show, I present here two training artifacts, each of which has two
components. These were used for similar audiences but represent two
separate training initiatives for two unique groups. Each group was allowed to
choose their own adventure following the delivery of the role-play
assignment, then a learning aid was launched at the end of the simulation
events. My self-evaluation of the two events and two tools are combined for
the reflection.
Team of focus: Solutions Sales team, which is divided into regional pods
Composition of a pod: business development associate (inside sales caller), enlistment
executives (senior sales person), engagement executives (account rep), program
managers (implementation)
The purpose of these informal learning activities were:
1. To train on building presentation skills, from conveying the product and services offering
in a high stakes setting (very large contract) to delivering that information in a crisp and
cohesive manner.
2. Learning to working in concert playing to one anothers strengths.
3. Present a new learning tool for sales training on Code of Conduct
Each team was tasked with choosing a challenging, real-world business development
scenario to prepare for and simulate (Artifact 1A/B). Following the simulation, we used
the gathered audience to release a new tool (artifact 2A/B).
. These learning events took place in March 2016 in NYC and Los Angeles.
Building on the momentum of being invited to present to Charles River, weve positioned the training to reflect a real,
authentic opportunity. This way, training wont seem on the side of regular business and should be more meaningful to you.
We hope that you learn, ask questions, and most of all, get to know your pod-mates using your strengths and theirs to the
max!
Objective: Simulate the presentation to Charles River to improve delivery of the solution
Practice your best LRN pitch in the heat of a simulated RFP response
Harness your strengths, pod strengths, and put them into action
Collaborate across the company to make your presentation great
Weve split the pod into two teams. The strategy is yours to define and activate. Jen and Marsha are here to coach and advise.
The training is designed to reflect a real, authentic opportunity. This way, training wont seem on the side of regular business
and should be more meaningful to you. We hope that you learn, ask questions, and most of all, get to know your pod-mates
inside and out using your strengths and theirs to the max!
Weve split the pod into two teams. The strategy is yours to define and activate. Jen and Marsha are here to coach and advise.
Sub-artifact 1E
By giving these adult learners control and acting as coach, the activity allowed gave them voice,
which was conveyed in how they creatively interpreted the material and worked together to
problem-solve. For example, some researched the company, some wrote questions, some
planned the agenda.
Because the role-play drew on experience and specialties within the group, each member had an
opportunity to demonstrate success while building relevant skills. The activity allowed for work in
ones comfort zone, yet required that ALL learners participate in the presentation. For example,
one person did the platform demo and another talked about our methodology.
Artifact C: The Code Sales Flow Infographic (p. 10) was developed for learners
struggling with the training on how to sell the code and when to bring in
experts. For some, the visual workflow helped the information stick more than
the training session or narrative materials.
Artifact 2 A and 2B spoke to the diversity around experience and learner preference.
Enlistment and engagement colleagues needed to follow different sales processes, and
those with less experience were in need of a learning aid.
Trailblazers was comprised of employees hired since 2015 with the exception of one person,
so this tool was very helpful to them.
Producers was the opposite, with just one colleague new since 2015, but they had more
visual learners who found it to be a useful reminder.
Artifact 2: Learner preference is certainly not a disability, but the forms helped to meet
learners in their comfort zone.
Artifact 1A: The lightning round debriefing in the Trailblazers pod led to a deep dive into personal professional development
following the session. One person asked for public speaking classes, another shared her experience in doing improve as a good way
to get more comfortable speaking, and another discovered she said um a lot. They were fairly comfortable giving critical feedback to
one another 1:1, which strengthened pod bonds and fostered a shared interest in one anothers professional development.
Interestingly, the pod leader was a bit defensive, and this was likely because she hadnt prepared as much, assuming she would
ace it. She got visible flustered early on and seemed to be self-conscious during the rest of the presentation. However, she did
note during lightning round that she was wooden and a bit off. Despite some disappointment, the pod, which was composed of
50% new team members really gelled following this shared experience, and their momentum since is notable. They ultimately lost
the RFP deal, but they felt that the training helped them deliver a much more focused offering, and they felt confident going into the
meeting.
Artifact 1B: In the Producers pod, most of this team has worked together for at least a few years, but one member was very new.
The team really rallied around him and supported his contributions in a collegial manner. However, before 5 minutes had passed, the
presenters carefully prepared PowerPoint presentation was almost immediately derailed by some tough-to-answer questions that the
team hadnt anticipated. In the debrief, the team unanimously realized that they were over-relying on their slides and hadnt
prepared for discourse and dialogue. I didnt have to prompt at all. They ended up getting into a very thoughtful debate about how
to recover and proceed. I was struck by how humble and willing to learn they were, especially from those that had been with the
organization for more than 5 years. It was a real a-ha moment. The next day, our president was out on a sales call with the pod
leader, a seasoned professional. He remarked that he had never see her listen so closely and talk so little, and NOT USE
POWERPOINT. This was evidence of applying what wed just focused on. The pod leader felt that she had turned a corner in her
professional development and pushed for more training, which we did this past month.
Artifact 2A/2B: After diagnosing the learning roadblock (why wasnt the training sticking, and not just for new colleagues) we
collaborated with pod leads on an effective tool that supported training on the Code of Conduct as a visual reminder of the process.
By involving the learners we used a collaborative process with proven results the infographics are hanging on the cubicle walls by